Strategy development
Setting the direction, establishing priorities and defining the steps that deliver them.
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CHANGE, SUCCESSION AND STRATEGY
Change succeeds when it reaches day-to-day work.
Decisions are made quickly. What matters is whether responsibilities, processes and people follow. We stay with you from the decision through to implementation.
Typical situations.
The resolutions exist on paper. Inside the company, much continues as before.
- ›The acquisition is complete, yet the organisation follows the old routines.
- ›Succession has been announced for years and never begun.
- ›What is missing is clear responsibility, not goodwill.
- ›Press, clients and banks are asking questions, and there is no agreed line.
- ›The reorganisation is costing pace rather than creating it.
- ›Key people are asking where all of this is heading.
How it works.
From the situation through the decision into daily practice.
STEP 1
Establishing the position
What has been decided, what has been implemented, and where it genuinely stalls.
STEP 2
Weighing the options
Routes, consequences and costs set side by side, including the uncomfortable ones.
STEP 3
Preparing the decision
The decision rests with the shareholders, the executive board or the management. We provide the paper it is taken on.
STEP 4
Seeing it through
Responsibilities, processes and communication, until the change holds in daily practice.
Formats.
Individually or as support over several months, depending on the situation.Succession support
Planning the handover, clarifying roles and guiding the generational transition.
Workshops through change
Turning those affected into participants: agreeing responsibilities, processes and next steps together.
WHAT YOU END UP WITH
- ✓an independent assessment of the situation
- ✓evaluated courses of action and their consequences
- ✓a decision paper for the shareholders and the management
- ✓a change and implementation plan
“The acquisition existed on paper. The support from Ms Stenzel and her team brought calm and put our processes on a professional footing. I have conducted my staff conversations with confidence and on solid ground ever since.”Medical practice · Realignment after acquisition
Frequently asked questions.
How long does an engagement last?
From a few weeks for a decision paper to several months where implementation is supported.
Do you work with the existing team?
Yes. Change only holds when people carry it. We work with those who have to deliver it.
What about succession within the family?
That is precisely where outside support proves its worth, because every voice in the family is also a party to the matter.
And if there is a dispute?
Then we change the process. Conflict resolution and change work hand in hand with us.
A short conversation shows quickly whether we are the right fit.
The first 30-minute personal conversation is free of charge and confidential.